Comparing Tuckman's Five Steps To Manage A Group And Team

This analysis will identify the different stages of group development applying Tuckman’s Model of group development. The analysis will also provide perspectives into how the creation of a highly performing group requires different types of leadership at several points of growth. Within each phase of the group development, the Hersey-Blanchard Situational Leadership Mode will also be used to evaluate the leadership style implemented by coach Boone and coach Yoast.

Groupthink was created by Irving Janis in 1972. (Shore, 2010, p.3) He created this method to prevent teams from making bad decisions. Irving Janis went to Yale and began his research on groupthink there. At Yale, he researched why a team could make such an excellent decision one time and a horrible one the next time. (Shore, 2010, p.3) Since groupthink was created, it has been used in many instances without even knowing about it. Such as, the Cuban missile crisis, France’s defeat in the 1940 campaign, and the Challenger space shuttle incident.

Group think is a phenomenon that occurs when group 's need for consensus supersedes the judgment of individual group members. Group think often occurs when there is a time constraint and individuals put aside personal doubts so a project can move forward or when one member of the group dominates the decision-making process.

The Groups Dynamics of a team can be effected if the category of leadership is not in place. Leadership means “the activity of leading a group of people or an organization or the ability to do this.” In order to be a good leader you must have a strong value that you can give to your team. A good leader must have strong values to pass on to their team. At the top of the teams hierarchy is a leader, so that the leader can put input towards everything the team does, so that the team would be successful because the leader controls and guides the team.

Irving Janis, a social psychologist, studied how social behavior is influenced in group settings. In 1972, he coined the name ‘groupthink’ to describe observed behavioral changes in individuals belonging to groups. Groupthink is characterized by a group’s pursuit for unity, often resulting in individual members disregarding or altering their own beliefs to coincide with the majority, or group’s, beliefs. This disregard or altercation ensures that the group stays unified; however, results in the group committing illogical actions without considering

Leadership, team diversity and managing conflict resolution is just some of the high points for having a successful team or group. In this paper we will explain what leadership is and the different behavioral styles it represents. It will also touch base on setting higher expectations, creating a vision for the group, as well as stimulating the group to come up with challenging ways of doing things to help avoid burnout.

I still remember the time I was chosen to lead the public relations team at one of the student activities back when I was in college, an experience that shaped a lot of the person I am today. I had to establish and maintain good relations with all stakeholders and media, prepare newsfeed updates for all social media platforms, and above all manage a team of 20 members. I spent a lot of time thinking that I am now donning the shoes of my seniors and becoming the person that freshers would look up to. Being an influential leader is not easy, I was sure, and it is more than just telling others what to do. In the following few lines, I employ Tuckman's stages of group development: Forming, Storming, Norming and Performing to outline my journey

This is why, Organizational renowned scholars have been studying of this very significant topic of leadership for literally hundreds of years. Because. It is very complex, not simple one.

The term groupthink in this report is defined as, the social psychological phenomenon that results in groups during pressure situations. This social psychology theory is broken down into eight signs. Illusion of invulnerability, Collective rationalization, Belief in inherent morality, Stereotyped views of out-groups, Direct pressure on dissenters, Self-censorship, Illusion of unanimity, Self-appointed “mindguards”. According to research conducted by Irving Janis, there are three conditions to groupthink. The first, "high group cohesiveness" which is the direction for a group to be in unity while working towards a goal, or to satisfy the emotional needs of its members. Secondly, the structural faults such as insulation of the group, lack

The concept of groupthink was brought on by social psychologist Irving Janis in 1972. Groupthink is when a group is required to make a decision, and under that pressure, unifies to make one that can appear as unanimous of that group. The fact that there is a necessity to come up with a solution or an organized decision makes it so some members of the group will simply go along with the view of the majority. The pressure from the group causes there to often be questionable choices or outcomes. The results of groupthink could be risky or irrational in the rush of the thoughts coming to their actual real-life manifestation. Irving Janis emphasized that there are eight symptoms of groupthink, and a few of which are present almost always. Groups allow for encouragement and can lead to more extreme actions being carried out. Members of the group disregard any obvious signs to abandon a dangerous notion, and they have little consideration for ethics and morals that do not fall into line with their own. Groupthink incorporates stereotypes that the group may hold into their decision making. Members that might not otherwise think in such specific ways, are more likely to conform to the entirety of the group because of the power that lies in numbers. Members of the group are unlikely to go against any of the group’s views and will result in them becoming more complacent and agreeable regardless or

Groupthink is a theory from a social psychologist, Irving Janis. It is when a group makes faulty decisions because of group pressure. This eventually leads to a lack of mental competence, enabling one from making decisions solemnly on their own ideas. Groupthink also lowers the level of one’s morals and ethics. People affected my Groupthink discard alternatives and tend to take irrational measure and “go-with-the-flow”. “A group is especially vulnerable to groupthink when its members are similar in background, when the group is insulated from outside opinions, and when there are no clear rules for decision making.” The concept of groupthink is to depict a particular form of excessive concurrence-seeking in cohesive groups associated with several U.S. Policy fiascoes

Groupthink is the tendency for high cohesive teams to lose their evaluative capabilities. Teams will strive hard to reach agreement to avoid disagreement that they end up making bad decisions. Teams will tend to engage in disconfirming data, stereotyping competitors as weak, and assuming they are too good for criticism. Two symptoms of groupthink are mind guarding, members protect the team from hearing disturbing idea or outside viewpoints, and self-censorship by members, which is refusing to communicate their own personal feelings/concerns to the whole team. One remedy that will help the team is by having an outsider sit in on a meeting to observe and participate. They can offer their opinions and thoughts on the team's thought process and

Malcolm ford said that “Diversity: is the art of thinking independently together” . Diversity in teams is vital to achieve effective solution where every team member brings in unique expertise that results in all-inclusive approach for possible solutions. In this process different sets of eyes with unique pair of glasses see the problem and solution differently from one another that creates a wider coverage range. In the article “Putting your whole brain to work” Dorothy Leonard and Susaan Straus discuss about how Creative abrasion is necessary for productive results. They discuss how a manager understands that different people have different thinking styles: analytical or intuitive, experiential or conceptual, independent or social, logical or values driven. These thinking styles ultimately influence the decision-making abilities of a team. Even though these diverse teams are essential and have many benefits they are clearly prone to dysfunction because of the very reason of their origin i.e. considerable diversity among team members. With all these advantages and limitations of a diverse group comes the most challenging task of making a decision within the group. The various ideas have to be encouraged and accepted within the group; simultaneously the group has to work together to reach a conclusion by zeroing down on one idea that emerged from a group or the integration of ideas from the group. In

This type of group mentality is referred to as “groupthink.” Group think, a concept discovered by Irving Janis, is the thought process that takes place among members of a cohesive group wherein they cease to consider their individual desires and instead respond according to group beliefs. This is done to ensure the solidity of the group. The members value this even more than their own views.

According to Robbins & Judge (2017), a Group is a defined as two or more individuals formally or informally coming together for a cause or a reason. They coexist due to a special interest or task. They may not have clear objectives or leadership within the group. They would hold meeting with each other and help to make critical decision that would help each member in the group to perform better in her area of expertise or responsibility. Groups have a leader that would dominate and control the group, such as decision-making. Consequentially, some highly effective teams work almost autonomously and complement each other to attain a desired outcome. The leader in the team, however acts like a facilitator. He motivated his charges and delegates work to utilise the various skill sets in his team members